Innovation, Strategy and Competitiveness

Scholar Year: 2016/2017 - 1S

Courses

Head Teacher Responsability Joaquim Manuel da Silva Ribeiro Head

Weekly workload Hours/week T TP P PL L TC E OT OT/PL TPL O S Type of classes 2 Lectures Type Teacher Classes Hours Theoretical-practical Totals 1 2,00 Joaquim Ribeiro   2,00

Teaching language

Portuguese

Intended learning outcomes (Knowledges, skills and competencies to be developed by the students)

Recognize the importance of strategic management and innovation management in the management of organizations;
To understand the concepts and tools for innovation and technology management;
Understand the need for an overview of the nature, sources, factors, opportunities and impact of innovation in organizations and their environment;
Apply some key techniques and tools for innovation management;
Understand and interpret the main models of strategy formulation.
The aim is also to contribute to understanding organizational, professional adaptability, creativity, innovation and problem solving, as well as the interdisciplinary and systemic view of economic activity and organizational development

Syllabus

1. Strategic Analysis
1.1. External Analysis
1.2. Internal Analysis
2. Strategic Formulation
2.1. Vision, Mission and Strategic Objectives
2.2. Models to Support Strategic Formulation
2.3. Diversification, products, markets, Vertical Integration, Internationalization
3. Implementation and Evaluation of Control Strategy
4. Key Concepts of Innovation
4.1. Concepts and Types of Innovation
4.2. Sources of Innovation
4.3. Diffusion of Innovation
5. Dimensions of Strategic Innovation

Demonstration of the syllabus coherence with the UC intended learning outcomes

Through the interpretation and understanding of concepts and methodologies associated with the strategy, namely, the Strategic Analysis (External and Internal) and Strategic Formulation (determination of the Vision, Mission and Strategic Objectives) and the potential impacts of the strategic development of an organization to level of diversification, products, markets, Vertical Integration and Internationalization with support of the Models to Support strategy Formulation, students will be able to recognize the strategic importance of the organizations.
For the recognition of the importance of innovation management in organizations, need students to have an overview of the nature, sources, factors, opportunities and impact of innovation in organizations and in their environment, know the concepts, techniques and tools related to innovation.

Teaching methodologies

Through discussions and exchanges of experiences to promote at the presentation in class of each subject, rather than make the mere transmission of information in a logical exposition, we intend to achieve learning that allows each participant to deepen its base of specific knowledge. Thus, care must be sought wherever possible to the participatory approach and focusing on group work in relation to work carried out individually.
It also recommended the development and group discussion of a work about Strategic and Innovation for a company.

Demonstration of the teaching methodologies coherence with the curricular unit's intended learning outcomes

The discussions and exchanges of experiences, as well as the presentation and discussion of real situations to promote during classes’ presentations in each subject, will contribute to a better understanding and interpretation of the impact on organizational development decisions at the level of strategy and innovation.
There being an inability to use and implement in a real situation the various models and tools presented throughout the academic part, is under evaluation group recommended the development and discussion of a work about Strategy and Innovation for a company to select by the students and validated by the teacher, that is, to simulate a plane within the strategic development and innovation.

Assessment methodologies and evidences

The assessment comprises:
• Preparation, presentation and discussion of a Working Group (TG)
• Test (T)
Final Note = 0.60 T + O, 40 TG
The minimum score for each component is ten.

Assement and Attendance registers

Bibliography

Essencial:
- Freire, Adriano (1997), Estratégia - Sucesso em Portugal, Lisboa, Editorial Verbo.
- Dantas, José (2001), Gestão da Inovação, Porto, Vida Económica.
Complementar:
- Burgelman; Maidique; Wheelwright (1996), Strategic Management of Technology and Innovation, 2nd Edition, Boston, McGraw-Hill.
- Dantas, J. e Moreira, A. C. (2011), O Processo de Inovação, Lisboa, LIDEL.
- Porter, Michael (1989), Estratégia Competitiva - Técnicas para Análise de Indústrias e da Concorrência, Rio de Janeiro, Editora Campus.
- Porter, Michael (1989), Vantagem Competitiva, Rio de Janeiro, Editora Campus.
- Rogers, E.M. (1995), Diffusion of Innovations, 4th Edition, Free Press.
- Strategor (1993), Estratégia, Estrutura, Decisão, Identidade - Política Global da Empresa, Lisboa, Publicações D. Quixote.
- Tidd; Bessant e Pavitt (2003), Gestão da Inovação: Integração das Mudanças Tecnológicas, de Mercado e Organizacionais, Lisboa, Monitor.